Every effective system relies on feedback loops to correct itself.
A revenue organization's feedback process typically involves executing the plan,
measuring outcomes, understanding what changed, updating assumptions, and
adjusting the plan accordingly.
When functioning properly, this loop ensures the plan remains aligned with reality.
However, many revenue organizations operate a faulty version of this loop.
While execution and measurement are usually accurate, the identify phase often fails.
The true change between execution and results isn't the underlying beliefs.
Without a standard system monitoring these beliefs, the identify step often points to
the wrong cause.
Usually, it attributes the change to execution, e.g., more pipeline, better discovery,
higher activity, but the real issue lies elsewhere.
As a result, the cycle repeats, repeatedly fixing symptoms rather than root causes,
embodying the "fixes that fail" pattern in systems thinking.
The system keeps producing the same outcomes despite repeated interventions because
the real variable isn't being measured.